Business planning
Contract review
Document control
Change management
Management responsibility
Managing design changes
These are the processes I would single out as "significant" enough to be in my process map. I eliminated satisfying customer orders because I felt it was addressed by contract review and improvement processes. I also eliminated a few other less significant processes on the basis that they are singular activities or fall under the scope of more significant processes, i.e. annual budget is under business planning.
SPC and Calibration I felt were sub-processes, meaning they should fall under something along the lines of "Instrument control" and "Inspection" which engulf a broader spectrum of activities.
It's funny, I recall reading a post that mentioned COPs, MOPs, and SOPs recently, someone questioning whether their process map was robust and correct. There is a reason for grouping the processes in this manner as it allows you to better visualize where your core processes are and how they function together.
I almost always see a process listed as "Continual Improvement" or somethign similar to this as well....typically defined as encompassing inspection, spc, client feedback, surveys, etc...these kind of activities.
I would change the title to "which of these processes are significant and why" to avoid confusion, because as stated before, all of them
are processes.